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Publications
Journal Article
SMR - Journal of Service Management Research 4 (2–3): 100–120
Judith Dannenbaum, Laura Marie Edinger-Schons, Mario Rese, Olaf Plötner, Jan Wieseke (2020)
Subject(s)
Entrepreneurship; Marketing; Strategy and general management
Volume
4
Journal Pages
100–120
ISSN (Online)
2511-8676
ISSN (Print)
2511-8676
Journal Article
Industrial Marketing Management 88: 195–205
Johannes Habel, Viktor Jarotschkin, Bianca Schmitz, Andreas Eggert, Olaf Plötner (2020)
Subject(s)
Management sciences, decision sciences and quantitative methods; Marketing; Strategy and general management
Keyword(s)
Coronavirus, COVID-19, industrial purchasing, national culture, Hofstede
With the onset of the 2020 coronavirus pandemic, industrial suppliers are increasingly challenged to close their open sales opportunities and keep generating business. Against this backdrop, the authors of this study investigate which offerings industrial customers are most likely to purchase as the pandemic progresses. Drawing on positive decision theory and empirically investigating 31,353 sales opportunities across 57 countries, the authors show that the coronavirus pandemic significantly decreases industrial customers' purchase probability, especially for high-priced offerings. In countries with low uncertainty avoidance and strong long-term orientation (e.g., China, India, Singapore), purchase probability is less affected by the pandemic. The coronavirus pandemic even increases purchase probability for offerings with low prices in countries where cultures are simultaneously uncertainty-avoidant and short-term oriented (e.g., Argentina, Brazil, Mexico). This is presumably because customers safeguard their operations in the face of impending supply shortages. Consequently, this helps suppliers focus on the right sales opportunities to secure their business during exogenous global shocks such as the coronavirus pandemic.
With permission of Elsevier
Volume
88
Journal Pages
195–205
Journal Article
Industrial Marketing Management 37 (3): 329–338
Subject(s)
Technology, R&D management
Keyword(s)
management consulting, service marketing, competitive strategy, marketing communication, sales organization
The article focuses on the developments in several B2B companies which traditionally produce goods and based on this experience are trying to enter the business of management consulting. It is the aim of the paper to identify the specific challenges that these companies are facing regarding marketing and selling their management consulting services. Furthermore hypotheses are developed that should give direction how to overcome those challenges successfully. Due to the lack of current research results, an explorative case study approach is chosen referring to two companies from the IT industry having gained relevant experience in this business area. In addition, theoretical frameworks demonstrate the plausibility of the hypotheses developed. If further research supports these hypotheses, it will have significant impact on the market strategy, marketing communication and sales organization of companies going to increase their consulting services.
With permission of Elsevier
Volume
37
Journal Pages
329–338
Journal Article
Journal of Business and Industrial Marketing 21 (3): 189–194
Subject(s)
Technology, R&D management
Keyword(s)
Brazil, telecommunications
Purpose - This article seeks to discuss LUZ, a Brazilian energy supplier that has decided to use their network for telecommunication. Design/methodology/approach - This case describes the acquisition-process from the perspective of the ESCRA sales manager, whose actions are analyzed, evaluated and discussed in class. Findings - LUZ, a Brazilian energy supplier, has decided to use their network for telecommunication. They found a subsidiary named LUZATEL for purchasing the required IT equipment. Four IT companies make it to the short list. One of them is ESCRA. ESCRA is a large Swedish producer of telecommunication equipment, who has recently started to additionally offer IT solutions. Originality/value - This paper uses a Brazilian energy supplier as a case study.
With permission of Emerald
Volume
21
Journal Pages
189–194
Journal Article
Industrial Marketing Management 35 (1): 4–9
Olaf Plötner, Michael Ehret (2006)
Subject(s)
Marketing
Keyword(s)
vertical partnerships, collaborative advantage, trust, non-zero sum games, specific investments
An increased focus on operational performance and the reliance on fewer suppliers by industrial customers call for a higher quality of buyer-seller relationships. This article elaborates on economic explanations for value generated partnerships and describes the distinctive qualities of partnerships as something more than ordinary customer relationships. Particular attention is paid to the managerial implications and pitfalls awaiting companies when pursuing a partnership approach and a definition of vertical partnerships is provided.
With permission of Elsevier
Volume
35
Journal Pages
4–9
Journal Article
Absatzwirtschaft 1: 66–67
Subject(s)
Marketing
Keyword(s)
marketing, sales management
Volume
1
Journal Pages
66–67
ISSN (Print)
0001-3374
Journal Article
Absatzwirtschaft Special Issue: 24–26
Olaf Plötner, Markus Voeth (2005)
Subject(s)
Marketing
Keyword(s)
marketing, partnering
Volume
Special Issue
Journal Pages
24–26
ISSN (Print)
0001-3374
Journal Article
Journal of Business and Industrial Marketing 19 (5): 344–350
Subject(s)
Technology, R&D management
Keyword(s)
communication technologies, financial restructuring, globalization, market entry, sales force
NEGBI is a large company that has telecommunication, coordinated by NEGBI PN, as one of its core competences. NEGBI PN had a strong market position based on supplying its high-quality switch, the complex device that connects senders and receivers in telecommunication networks. Changes over the past 20 years meant that many state-owned companies were privatized, forcing telecom suppliers to develop more competitive products. Technological innovations strongly increased the complexity in the market. These factors created a challenge for billing technology to master highly complex tasks. NEGBI PN decided to enter this market, due to its particularly high growth rates. Selling the systems was directed to local branch offices in 96 countries. Large turnover was expected because of the opportunity to reach potential customers world-wide. The challenge for NEGBI PN was to introduce their billing solutions with a solid marketing strategy.
With permission of Emerald
Volume
19
Journal Pages
344–350
Journal Article
Absatzwirtschaft 6: 100–103
Olaf Plötner, Frank Jacob (1999)
Subject(s)
Marketing
Keyword(s)
marketing communication in B2B industries
Volume
6
Journal Pages
100–103
ISSN (Print)
0001-3374